SCORECARD BEST PRACTICES -- Contents -- Foreword -- CHARLES HORNGREN'S REFLECTIONS -- Acknowledgments -- Chapter 1: Introduction -- SHAPS STUDY OVERVIEW -- STUDY ANALYSIS GROUPS -- CONTENTS OF THIS BOOK -- NOTES -- Chapter 2: Scorecard Systems Overview -- WHAT IS A SCORECARD SYSTEM? -- ATTRIBUTES OF SCORECARD SYSTEMS -- REASONS FOR IMPLEMENTING (OPERATIONAL VERSUS STRATEGIC) -- IMPETUS FOR A SCORECARD SYSTEM INITIATIVE -- BENEFITS OF A SCORECARD SYSTEM -- BEST PRACTICE ORGANIZATION BENEFITS -- ACHIEVING SIGNIFICANT BENEFITS: INTERNATIONAL RESULTS -- USE OF SCORECARD SYSTEMS BY DEMOGRAPHIC SEGMENT, SIZE, AND INDUSTRY -- WHAT'S NEXT? -- NOTES -- Chapter 3: Establishing Motivation -- BACKGROUND -- IMPETUS FOR IMPLEMENTATION -- USE OF TARGETS -- LINKING PERFORMANCE MEASURES TO COMPENSATION AND REWARDS -- ALIGNING MEASURES AND EMPLOYEES TO ORGANIZATIONAL GOALS -- ADVERTISING SUCCESS -- MEASURES USED -- SOFTWARE FEATURES MADE AVAILABLE -- COMMUNICATING APPROPRIATE REASONS FOR SCORECARD IMPLEMENTATION -- SUMMARY -- NOTES -- Chapter 4: Enabling a Supportive Organizational Environment -- BACKGROUND -- HAVE BUY-IN FROM TOP LEVEL MANAGEMENT -- ARTICULATE AND COMMUNICATE THE ORGANIZATIONAL STRATEGY -- DEFINE AND COMMUNICATE THE REASONS FOR AND BENEFITS OF IMPLEMENTING A SCORECARD SYSTEM -- ALIGN HUMAN CAPITAL TO THE STRATEGY -- HAVE A STRATEGY CHAMPION TO MAINTAIN THE VISIBILITY REQUIRED TO BE SUCCESSFUL -- HAVE EMPLOYEES THAT ACCEPT AND USE THE SYSTEM -- USE A FEEDBACK LOOP TO UNDERSTAND PROGRESS AND MAKE CHANGES WHERE REQUIRED -- SUITABLE AUTOMATION -- AN EVENTUAL LINK TO COMPENSATION AND REWARD SYSTEMS -- USE CONSULTANTS APPROPRIATELY -- PROVIDE ADEQUATE TIME TO IMPLEMENT AND REALIZE BENEFITS -- HAVE A SYSTEM THAT IS PERVASIVE, BUT IMPLEMENTED IN PHASES -- SUMMARY -- NOTES -- Chapter 5: Design of a Scorecard System I: The Organizing Framework.

ORGANIZING FRAMEWORK -- WHAT IS AN ORGANIZING FRAMEWORK AND WHY DO WE NEED ONE? -- POPULAR FRAMEWORKS -- FRAMEWORKS TYPICALLY CHOSEN -- INDUSTRY EXAMPLE -- CAN AN ORGANIZATION HAVE MULTIPLE FRAMEWORKS? -- MULTIPLE FRAMEWORKS OR MANAGEMENT INITIATIVES? -- SUMMARY -- NOTES -- Chapter 6: Design of a Scorecard System II: Other Issues -- BACKGROUND -- TIES BETWEEN MEASURES AND ORGANIZATIONAL STRATEGY -- LINKING COMPENSATION WITH PERFORMANCE -- A PERVASIVE SCORECARD SYSTEM -- TRACKING THE ''RIGHT'' MEASURES -- DOES YOUR COSTING SYSTEM SUPPORT YOUR SCORECARD SYSTEM? -- SELF-EVALUATION QUESTIONNAIRE -- SUMMARY -- NOTES -- Chapter 7: Implementation Strategies -- COMMUNICATING SCORECARD CONCEPTS -- SELLING THE SCORECARD -- ORGANIZATION LEVELS -- APPROACHES TO IMPLEMENTATION -- IMPACT OF IMPLEMENTATION APPROACH -- INDUSTRY DIFFERENCES -- FRAMEWORK AND LEVELS OF IMPLEMENTATION -- PLANS FOR FUTURE ROLLOUT -- UPDATING SCORECARDS -- SUMMARY -- NOTES -- Chapter 8: Implementation Issues -- IMPLEMENTATION TIME FRAME AND DEADLINE -- IMPLEMENTATION TIME FRAME AND REASON FOR SCORECARD SYSTEM DEPLOYMENT -- IMPLEMENTATION TIME FRAME AND THE APPROACH -- EFFECT OF RATIONALE ON IMPLEMENTATION -- NUMBER OF MEASURES -- TIME TO IMPLEMENT SCORECARD SOFTWARE -- USE OF EXTERNAL CONSULTANTS -- CONSULTANTS AND SCORECARD AUTOMATION -- ORGANIZATIONAL BUY-IN -- SCORECARD AND OTHER PERFORMANCE/COST MANAGEMENT TOOLS -- SUMMARY -- NOTES -- Chapter 9: Scorecard Automation -- NEED FOR AUTOMATION -- EXTENT OF DATA AND REPORT AUTOMATION -- SOFTWARE OPTIONS -- SOFTWARE DEPLOYMENT -- REPORTING RESULTS -- SYSTEM FUNCTIONALITY AND FEATURES -- SYSTEM FLEXIBILITY -- DATA ACCESSIBILITY -- SUMMARY -- Chapter 10: Best Practice Considerations Checklist -- BEST PRACTICE CONSIDERATIONS CHECKLIST -- Case Studies -- SUZANO PETROQUIMICA -- FIRST NATIONAL BANK: BANKING OPERATIONS -- CITY OF BOSTON.

HOSPITALITY SERVICES COMPANY -- FUJITSU SERVICES OY -- FINANCIAL SERVICES COMPANY -- ENTERTAINMENT SUBSCRIPTION COMPANY -- PFIZER -- NOTES -- Glossary of Terms -- Index.